growth cluster social networking

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Ed Morrison Distributed through I-Open with a Creative Commons 3.0 Attribution License: Please acknowledge source as Ed Morrison and I-Open

Developing Community-BasedStrategies for Economic Re-

Engagement: A Network Approach

A Solutions LabScott Hutcheson

Ed MorrisonPurdue Extension, Economic & Community Development


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Ed Morrison Distributed through I-Open with a Creative Commons 3.0 Attribution License: Please acknowledge source as Ed Morrison and I-Open

Why Networks?


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We Live in a Networked World


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Movies in the Pre-Networked World

Who made the Wizard of Oz?

Metro-Goldwin Mayer


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Movies in the Networked World Who

Made Spiderman 3? Columbia Pictures Marvel Enterprises Laura Ziskin Productions Columbia Pictures Industries Sony Pictures Imageworks (SPI) (special visual

effects and animation)

Imageworks (additional visual effects) (as ImageworksIndia) USC Centers for Creative Technologies (visual

effects)

House of Moves Motion Capture Studios (facialmotion capture)

Gentle Giant Studios (3D scanning) CafeFX (additional visual effects) Giant Killer Robots (additional visual effects) BUF (additional visual effects)

Evil Eye Pictures (additional visual effects) Tweak Films (effects: Mudman) Furious FX (additional visual effects) Eden FX (additional visual effects) LOOK! Effects (additional visual effects) Digital Dream (additional visual effects) X1fx (additional visual effects) New Deal Studios (miniature effects) Lund Background Pictures (translite backgrounds) Tata Elxsi Visual Computing Lab Halo Casting casting Film Art art consulting Atlantic Cine Equipment Technocrane 15 Central Casting extras casting Chapman/Leonard Studio Equipment cranes Chapman/Leonard Studio Equipment dollies Deluxe prints

Dolby Laboratories sound post-production Filmtools expendables

CFrontline Design specialty costumes Hollywood Studio Symphony orchestra

Inflatable Crowd Company, The inflatablemannequins

Monster Picture Crane stunt rigging crane

Orbit Digital Avids

Packair Airfreight international logistics

Panavision cameras and lenses

Pictorvision stabilized ground head

Port Chester High School Marching Band

Prologue Films main and end titles design

Record Collection soundtrack

Reel Security production security

Reel Team, The loop group

Rockbottom Rentals cell phone, cellular fax, andmodem card rentals

SPDE Domain Names domain hosting

ShowBiz Enterprises draperies

Sony Music Entertainment advertising

Sony Pictures Digital website

Sony Pictures Stock Footage stock footage

Sony Pictures Studios Scoring Stage music recordedat

Sony Pictures Studios post-production soundservices

Spider-Man 3 Din Iinkai advertising

Sylvia Fay/Lee Genick & Associates Casting extrascasting: New York

Technicolor Digital Intermediates digital intermediate(as Technicolor Culver City)

Technicolor New York digital intermediate


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We Live in a Networked World

1 Company Network of 56Companies


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Business in a Networked World


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How Communities Functioned in a

PrePre--Networked WorldNetworked WorldTownships

Counties

Cities/Towns

FedsState

K-12

Higher Ed

Workforce

Social Service

Chambers

Economic Dev.


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How Communities Function in

TodayTodays Networked Worlds Networked WorldTownships

Counties

Cities/Towns

FedsState

K-12

Higher Ed

Workforce

Social Service

Chambers

Economic Dev.


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We need new approaches to build networks inour communities and regions

Idaho Workforce Summit:Strategic Doing workshop to

align, link and leverage assetswithin networks


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Vast job losses are re-making our economy


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Job losses are

deep and widespread


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Re-engagement involves charting pathways andmaking them as productive as possible

This workshop will explore thepathways and the networksneeded to make them moreproductive

You will design your own networksin the discussion


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Company refocusesCompany refocusesand retrainsand retrains


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Employees findEmployees findwork in a closelywork in a closely

related firmrelated firm


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Individual retrainsIndividual retrainsfor a growth clusterfor a growth cluster


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Individual wants toIndividual wants tostart a growthstart a growth

companycompany


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Individual looks for aIndividual looks for alife style opportunitylife style opportunity


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Individual settles forIndividual settles forlower pay (but maylower pay (but may

begin other paths asbegin other paths aswell)well)


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Individual retires orIndividual retires orstops lookingstops looking


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Individual continuesIndividual continuesto look for a jobto look for a job


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The economic downturn is moresevere and will last longer than ourtraditional approaches are

designed to handle

We cannot scale up by buildinglarger organizations

We can meet the challenges bylinking and leveraging assetsthrough networks

We need to focus on designing

eight types of re-engagementnetworks

Our current situation requires us to innovateand form new re-engagement networks


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1. Strategy Redesign1. Strategy RedesignNetworkNetwork

(Layoff Aversion)(Layoff Aversion)


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Strategy Re-Design Network

(Layoff Aversion)Question: How do we connect those with ideas for newtechnologies or markets with those who need to diversify?

Idea: Workforce, development, economic development, and aresearch university create a network to identify capacities oftroubled firms and available technologies at the university, new

technology is adopted, existing workers are trained, firmsbottom line improves

Example: Tool & die shops are hurting, research university isdoing work in nanostructured coatings technology, tool and dieshops adopt new technology and train workers tool lifeincreases, waste decreases, the shop is more profitable, layoffsaverted, and workers have a new transferrable skill

Nanostructured Coatings Technology Certificate


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2. Assessment and Guidance2. Assessment and GuidanceNetworkNetwork


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Assessment & Guidance Network

Question: How do we create new networks to better helppeople assess their skills and guide them toward training to

enhance their skills and positions that are best suited for theirskills?

Idea: Local one-stops, employers, and training providers create

a new network to provide comprehensive assessment andguidance services.

Example: The Tecumseh Area Partnership (North CentralIndianas Regional Workforce Operator) created two REACH(Regional Employment Assessment Center for Hiring) Centerswhere they work closely with local industry to profile the skillsneeded for jobs, assess prospective workers skills, identify the

gaps, broker training to fill the gaps, then move prospectiveworkers into available jobs.


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3. Direct re3. Direct re--employmentemploymentNetworkNetwork


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Direct Re-Employment Network

Question: How can we efficiently and effectively move workersfrom one employer to another to do jobs that require the same

skill sets?Idea: Local industry, workforce development, and an economicanalysis center partner to form an industry cluster based onskills and create a pool of workers that can move fluidly

between one employer to another.Example: The Purdue Center for Regional Development isworking on a web-based tool to identify Occupational Clustersin local regions. Communities can use that information toidentify firms that have similar skill requirements. A ClusterCoordinator can begin working with those firm to developskills-based clusters. Firms can work together to do jointtraining where needed, and pool workers.


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4. Growth Cluster Network4. Growth Cluster Network


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Growth Cluster Network

Question: How can we anticipate what types of firms a likely togrow, even in a troubled economy and get workers read for the

resulting jobs?

Idea: Workforce development, economic development, trainingproviders, K-12, and Extension create a new network to identify

growing clusters, profile the growth occupations, and developnew training and pipeline programs.

Example: Several counties in North Central Indiana are seeinggrowth related to new wind farms. They have put togetherseveral initiatives to train workers for these new jobs - programsin high schools, adults at a new community-based instructionalcenter, and working with firms by adding an Extension Educator

focusing on Alternative Energy.


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5. Skunk Works Network5. Skunk Works Network


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Skunk Works Network

Challenge: Unemployment is cutting deep with even engineers andhighly-trained technical workers being laid off How do we keep themin the community, leverage their brainpower, and launch new

enterprises?

Idea: An incubator, SBDC, and a university create a network to findnew or orphaned technologies and create a place for displaced

high-tech workers can advance those technologies and makelaunch businesses

Example: Responding to the massive layoffs at Delphi, KokomosInventrek launched the Skunk Works program that provides lab

space, training, and business support services for a group of formerDelphi employees. They are working with orphaned Delphitechnologies and other innovations to try and launch new business.As a side-benefit they are gaining R&D expeience by forming theirown design shop and seeking work from other firms that needdesign work done.


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6. Self6. Self--employment Networkemployment Network


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Self Employment Network (1)

Challenge: Some laid off workers would rather launch their ownbusiness than seek another job. How do we create a network tosupport these individuals?

Idea: What if we were able to tweak the unemployment assistanceprogram so that someone could use unemployment support tolaunch their own business (make a job) instead of applying forwork (taking a job).

Example: A group in Pennsylvania partnered with their statedepartment of workforce development, U.S. Department of Labor,and their states SBDC to get a waiver to create the Self-Employment Assistance Program (SEAP). In a pilot program 2%

of unemployed people took this track, 75% of those weresuccessful in launching a new business and were still in businessthree years later making, on average, $5K more per year thanthose who took a job. A significant number grew enough tocreate additional jobs. All states can adopt this program butlegisltation is required to do so.


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Self Employment Network (2)

Challenge: We know that about 2% of people who loose their jobswould like to start their own business and that a lot of businessesget started out of the home. Local land use ordnances, however,are very restrictive about home-based businesses.

Idea: Zoning ordinances could be changed to be more conducive tohome-based businesses.

Example: Some communities have realized that the bestincubators for new business can be the garages and homes of itsmost entrepreneurial residents. They have set some new zoningstandards to allow some businesses to operate out of residential

neighborhoods as long as they meet certain criteria. A dislocatedsalon worker, for instance may be able to do salon work out of herhome as long as no more than ten cars come and go each workday.


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7. Career Ladder Network7. Career Ladder Network


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Career Ladder Network

Challenge: A communitys only growth in jobs is coming from aperspective big-box retail chain known for hiring mostly lower-skillworkers and paying low wages. High employee turnover is part oftheir business model.

Idea: Municipality often place requirements on the big-box retailersrelated to signage, landscaping, etc. What if the community insistedthat the retailer, besides selling their wares, would also be in thetalent development business.

Example: Some communities are considering talent-basedeconomic incentives along with and sometimes instead of typicaltax abatements. Local government, a big-box retailer, and training

provider partner to devote some of the space of a new large retailto operating a learning center. The retailer encourages theiremployees to take classes at the learning center creating a pipelineof better workers ready for higher-skill, higher-wage jobs. Wordgets out that this community has a skilled workforce.


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8. Career Exploration8. Career ExplorationNetworkNetwork


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Career Exploration Network

Question: How can we teach people how to use socialnetworking tools to help do career exploration?

Idea: A high school class partners with workforce development

to teach adults how to use Facebook, Twitter, and textmessaging to harness the power of networks to explore careeroptions and find work.

Example: A Southern California community is organizingevents to bring job seekers together to teach them skills to usesocial networking tools. Job seekers are beginning to help eachother. According to one participant, "With people saying, 'Hey, Ifound this job; I'm not a good fit. Would you like this position?'

They are able to communicate this information immediately withthese new tools. Tools like Twitter and Linked in are a greatway to build an online network of contacts. Another participatednoted, "If I get other eyes to look for you maybe you'll find a job

faster than if you just look for yourself." - CNN, March 23, 2009

Each re engagement net ork has a different p rpose


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NetworkNetwork PurposePurpose

Strategy redesign networkHelp company execute on new orexisting strategies

Assessment and guidance network

Help laid-off or at risk employees assess

their skills and career options; introducethe re-employment system

Direct re-employment networkHelp laid-off workers find employment ina closely related business

Growth cluster network Prepare individuals for new opportunitiesin a growing cluster

Skunk works networkHelp individuals launch a growth orientedbusiness

Self-employment network Help individuals with self-employment ora lifestyle business

Career ladder networkHelp an individual move up from a lowerskill, lower paying job

Career exploration network Help an individual explore career andtraining options

Each re-engagement network has a different purpose


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NetworkNetwork PartnersPartners

Strategy redesign networkEconomic development organization (EDO)and business retention specialists

Assessment and guidance networkEconomic development organization (EDO)and economic analysis specialists

Growth cluster networkEconomic development organization (EDO)and cluster coordinators

Skunk works networkEntrepreneurial support organizations, angelnetworks, entrepreneur networks

Self-employment network Small business development organizations,entrepreneur networks

Career ladder networkEconomic development organization (EDO)and economic analysis specialists

Career exploration network Economic development organization (EDO)and economic analysis specialists

Each re-engagement network has a different set ofeconomic development partners


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Your role is to align, link and leverage resources

by building these networks

You develop these networks by managing acontinuous process of Strategic Doing

WorkforceEconomic Development

UniversitiesCommunity College

IndustrySocial Services


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What does success look like?

No Single Big Strategy Many Modest Strategies

Swarm Innovation

Assessment and guidance


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Strategy redesign network Assessment and guidancenetwork

Direct re-employment network Growth cluster network Skunk works network

Self-employment network Career ladder network Career exploration network

Pick a networkto design

E i 1 D fi (10 i t )


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What type of network are you designing?Circle one to the right

Strategy redesign networkDirect re-employment networkGrowth cluster networkSkunk works network

Self-employment networkCareer ladder network

Career exploration network

What is the purpose of your network? What are the outcomes you are trying to achieve?

Write a clear statement of purpose in the space below

Exercise 1: Define a purpose (10 minutes)

E i 2 Id tif t k t


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Exercise 2: Identify core network partners

Identify three key partners who would be willing and able to deliver on your solutions?

Partner 1:

Partner 2:

Partner 3:

Thoughts on useful partners:

E i 3 D fi d f ti


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Exercise 3: Define an agenda for your meeting

Develop an agenda for your initial meeting with core partners. Use the Strategic Doing Cycle to guideyour thinking. Think through how you will guide the discussion to focus on four components. How will

you design an engaging experience for your core team?

Agenda Component 1: Asset Mapping: What could we do together?Agenda Component 2: Strategy: What should we do together?Agenda Component 3: Action Planning: What will we do together?Agenda Component 4: Process mapping: How will we learn together? Whats our plan forreconvening?


The Strategic Doing cycle


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The Strategic Doing cycleGuiding conversations to build networks

What could we do together?

What should wedo together?

What will we dotogether?

How will welearn

together?

Use the Strategic Doingcycle to guide the

development of an agendafor your initial network

development meeting

E ercise 4 Decide on o r ne t steps


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Exercise 4: Decide on your next steps

Action Step Who? When?



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